But one air handler now is handling two spaces that have different requirements, different times maybe. I'm just throwing things to think about, right? >> Don't know. I don't know anything about it, but things you're going to think through is >> is it easier just to have two smaller air handlers and then those kids are in there, but there's no kids over there. This one's this one's bringing things up to temperature and that one doesn't have to labor right now, you know, or make this one bigger. And now I have to have a little more complicated controls so that this one's not calling for temperature, but this one this room is and it's off the same area. >> Not a big deal. But either one of those spaces are chill, right? >> Yes, they are. >> Westerners's room for the >> Westerners's room. Right. But I was just talking about the egg shop and that lab that's in the far corner that I think is storage now.
So, this asks to extend the students um day by 40 minutes basically. >> The currently what it is now is 180 hours per year and those hours are bill. So, if they're having breakfast, lunch, recess, all of that is included in that. So, I mean, if you're going to add 40 minutes and have more recess because they honestly the kids have been like, "We're going to learn how to take a test all day long, right?" And so sometimes more downtime, we've we've kind of reduced the amount of recess some of these kids have had. So if we're going to increase those types of things that allow them to break down, but again, this is all something that we need to collectively bargain as well. But if you're going to just say it's 40 more instructional minutes, that's problematic because teachers are already burnt out, right?
>> Oh, no. Neither one of those are >> right. I think those are like the last two rooms in the building. [clears throat] >> Well, there in the the tech shop is >> it's got chilled, but it was kind of a makeshift, right? >> Yeah. >> Was there a chiller put on the active learning lab room? >> Yes. >> When they converted it? >> It's Yeah, it's all one unit. Yeah. I know the in that planetarium area was replaced because I know they busted out that wall >> cut through the wall. >> So when we go down to sixes and that's kind of our our last one. Well, we have the nines that you know that fieldhouse um that we're building now. >> Yeah. Um that can come off. Um, but what I wonder is [clears throat] how how often do we review things? And I know annually we will, >> but >> when do we just say this?
And then like people don't want to come into the profession. So let's make it worse. >> Just uh one followup, chair, uh thank you for mentioning that because uh schools have different bell schedules. So as example Nanokuli High School uh we only have one recess um and so uh when the school had made the transition uh teachers were losing their voice [laughter] so it took some getting used to but uh I do believe in uh your um your stand with uh it's going to pretty much burn out a lot of teachers and maybe overload the students. And actually, um, Senator, we saw on your side when a race to the top happened and we increased the school day by 1 hour in your side, the kids were not paying attention. They were like dead by the end of the day and like >> do we want to go back to that?
This is an entirely different uh place we're going. Do we always need the assessment? Um, and then one more question here. rehab. I have written these things down that just to me look like huge expenses that should always be thought of and projects. Your chillers, the fire alarms, the intercom systems, transformers, those are huge projects. So, do we strategize? And I know you're not a financial person, but you've done enough of this. Maybe I'm asking Tracy, do we strategize then for those bonds, those refinances to pay for these things? And how far and how far out do we go? Well, in our thinking, we've gone out to 2031. So, we've already thought that through. Now, if you can align that thinking with when your bonds come available, your bond capacity that you're going to use or >> and then we can slip those. I think that's what we need to do is know our bond schedule >> and then reevaluate >> um and maybe maybe this is a good time for Tracy to to share her information which is more of that capital projects amount and what what how we kind of spend that and how much we have and then we'll sty He's given us some some good estimates.
>> No, thank you. Thank you so much. Thank you, chair. >> Absolutely. >> U please note that um, you know, no one at this table introduced this measure. So just >> we're aware. We're definitely aware >> but you know we are equal opportunity committee and we try to hear all the members bills and take that into consideration but um yeah thank you for your testimony. >> Thank you for your time.
Now though all of those are contract values, >> this is just contract. >> Okay. >> Y [clears throat] >> and then I think after this work session, you know, we need to meet with Brock and see what our capacity is. >> Thank you. Well, the way I recall it is in your conversations last time what I remember is [clears throat] you planned this. You know, you knew that every couple years you were going to be able to make sure you were set on these kinds of issues with a smaller bond. Uh I think you're in a good position to say, you know, I I we thought about this. It's 2031. We know it's coming. So, we make our bonds go out until one of them hits or we can do it now. And I think you're >> you're well positioned what you work you've done >> because I don't think we've had a list before.
>> Anybody else wanting to testify or any other questions members hearing none I'm going to re go into decision making and measure is to defer this is Senate Bill 2836. Uh this is We've already passed the bill, the first bill which is more encompassing and takes into consideration the pilot project which we I should be pilot should be um a permanent hopefully permanent position. The we can have our retirees come back and assist us. Uh as for Senate Bill 2181, uh the recommendation also is to defer this measure indefinitely.
>> No. >> I think the key is >> not this extensive >> taking taking the ones off that we have no need or desire to do. Uh and that we need to do regularly. But if we have this for no matter who sits in our chairs, >> it's huge. >> Yeah. Yeah. So we'll we'll let Tracy go over this and that'll help a little bit. Okay. So our budget has been approved by the DGF for operations which is um 10.9 million. Just a page so that you guys know just basically what expenses come out of the operations fund. You know it includes the salaries and benefits for the central office custodial maintenance transportation technology personnel and then all of the operational supplies fuel equipment utilities property and casualty insurance building maintenance. All of those things come out of the operations fund. And then there's some assumptions for the fixed costs.
Um, and [clears throat] for 2026, we actually advertised that we're going to replace three school buses. Well, after talking with Jennifer, um she's decided that we only need to replace two buses in 2026, but she also has requested to purchase a new corporation used vehicle to replace the current mail route vehicle, >> which is the traverse. >> Yes. >> And so I don't know that necessarily that they're going to get another one another traverse or whatever. So that's why I just put news corporation. So the the current one would be moved down to the mail route vehicle and then the new one would be for the staff to use for professional development or you know the travel that they do now. That's what that one would be used for. Um so I changed the estimates in our fixed cost to just include the two buses and I did include the 50,000 in case you guys decide to move forward with that.
Don't we need to replace one of the um resource officers vehicle too? Yes, >> that's [clears throat] been discussed, but I thought Ben was willing to try to find one that is used, right, for most. >> Yes. Yes. >> And usually [clears throat] when he gets those, it's I mean 10,000 $15,000 is a lot of money, but it's not when you're talking million. >> Yeah. That makes sense. He's going to try to get like a >> But he is refurbish or not. >> Normally, he could get one >> retired police. >> Yeah. And the counties and stuff and they usually give it to >> pretty much. >> Okay. at minimal cost. >> I hope that's the case. >> So, at one point we talked with the the new vehicle that you're saying she's requesting. At one point, we had talked about is it worth buying and paying for the insurance versus just having staff use?
>> Yes. >> I mean, the mileage rate, Iris mileage rate, it's up there. >> It is. But like what's it is it like when you compare it, how many are really using the vehicle because at one point it wasn't getting used much. Like maybe we had one admin that was taking advantage >> but they couldn't do professional development either. >> Yeah. And they're told now, you know, they're told now that they use that vehicle if it's available or they're, you know, >> or they pay or they pay for it themselves. They don't get >> and don't get reimbursed. Okay. And that's helping actually it get utilized. I mean, we would have to ask Jennifer what the utilization is on it, but >> they're not sitting here. They they are used. >> Okay. >> Yeah. >> I had I had also asked Jennifer to put in for our outside uh grounds maintenance for a new truck, too, cuz it's well past it's a 2012 and it's been snowplowing every year.
It's it's got several issues that it's just time for it to be replaced. I don't know. What happened there? >> Two of both trucks. >> I don't remember this year. >> I don't know what Bruce's truck is. It's a newer one, I think. >> It's not in the best shape. >> Yeah, it's got So, they said we're 100,000 miles on it also. >> Yeah. >> So, we may need more than Yeah. >> Okay. So, >> sorry. I didn't mean to derail, but >> No, that's okay. Oh, then that's something that I think that we can ask Jennifer to really um plan out then if we get these. Okay. So, I think she's got us a new stage, >> but you know, she also so this is the list that Jennifer gave about the the current vehicles and but she actually doesn't have the grounds in on her list until 2028.
But, you know, as Ryan stated, it needs a lot of repairs. >> [laughter] >> So, and then the other maintenance was in 29. So, >> yeah. >> You're like the fire alarm on our list. Yeah. [laughter] So the next page is I've done estimated costs for based on salary increases increases and different types of those estimations that I on the prior screen or not screen but page. Um and so once you do all of that basically our fixed fixed costs are $8.1 million. Um, and there is some money in here for, you know, that's included in the fixed cost for like those type of things. When Ryan calls me up and says, "Hey, this well pump just went out or this or that," you know, I I pigeon hole money in um the fixed costs for those type of things. Um, and then just letting you know where the main revenue source for the operations comes from is the local property taxes and excise taxes.
The next page is um our estimated revenue. You can see how we're estimated to get 6.9 million property taxes and then those um the remaining excise tax. So all that all said and done, what you really want to know is here's a summary. You can see the [clears throat] beginning cash balance is um for this January 1st was $2.6 million. Our expected revenue is the 8.7. So the total revenue available is 11.4. But we also have to pay you know our 2025 incumbrances and then our fixed cost we take out of that. So the adjusted balance [cough] is the $3.3 million cash balance. Well, we've, you know, always said that we want to keep a 25% cash reserve in our operations fund cash balance. So, when you take out the 1.9, we actually have $1.3 million available for capital projects in 2026 to keep um that cash reserved.
So, but those that 1.3 so everybody think oh his numbers under that but the 1.3 has to pay for this you know asphalt resealing the painting all of that kind of stuff >> um well and that's just the contract cost total cost. So what we typically do then is okay so we know that 1.3 is the amount. So then we go to each of the departments and the principles and we we get their list of priorities and we we decide on whether those are needed legitimate or not. But as you can see, 1.3 million doesn't even begin to to help out with these bigger ones. >> Is there a a rough idea of how many what I would call fixed items that are on the capital projects like the paving resurfacing? [clears throat] >> Well, it's all here. So, okay, >> if we can go through that >> and so it's all and I sorted it.
So this is I'll just the next page I just this is just for your information because you just need to keep in mind we still have some money in our cash balance that we have been accumulating. So >> in the future you know you always have to you know keep in mind that you're not overspending what you're bringing in. Um and so just year to year not even think about your cash balance. And so, you know, year to year, if you're just comparing revenue coming in in um 26 and your expected expenses for your fixed costs, then you know, you have less than a million dollars for capital projects. But because we have that additional money in the cash balance, that's what we get the 1.3. So, you know, once that gets down to the 25%, we spend that down, you're really only looking at, you know, less than a million dollars for capital projects each year.
And those fixed costs are going to increase because salaries are going to increase, utilities are going to increase. So just keep that in mind that uh for future and then the next pages I just kind of summarized at each of the schools the different categories what they were requesting and what the totals were. Um so you could look at those but the actual you know detailed lists. So you know this spreadsheet was given to um the directors and the principles and the maintenance staff um last year last early fall when we were actually probably July when you're building the budget and everything. And so they filled out this spreadsheet request putting all the requests in here with an estimated amount. So, I went ahead and sorted it and just um because we asked for the next three years because your capital project plan for advertising purposes needs to be for a three-year [clears throat] plan.
So, you can see each school the actual description of what they're wanting their estimated costs, whether their costs are estimated correctly or not. Yes. >> Yeah. Sometimes we don't know how >> Otterman looks really. >> Well, didn't put any She's a newbie. >> And then they're getting >> I think we all need to they all need to take notes from her. >> Yeah. [laughter] >> And and I am going to say each of the schools and this was um I think impressive to me until it it comes with the money, but I was not used to the buildings um making their own list and planning the way they do and there is a nice job in my opinion of okay we'll we'll do the carpet in this much this year then we'll do that the buildings look nice >> and that is important so there was a part of me that thought okay what if we take a year hiatus on what they wish and and and if we need something but I don't want to get into a habit of letting the buildings go Because when we first came on the board, they were in bad shape.